How to solve the internal contradictions caused by internal recruitment

Everyone knows: the disadvantages of internal recruitment.

First: it may cause internal contradictions. "Self-control" needs competition, and the result of competition is that there are many losers. Employees who fail in competition may lose heart and morale, which is not conducive to unity within the organization. Internal recruitment may also lead to the phenomenon of "digging talents" between departments, which is not conducive to cooperation between departments. In addition, if selection is made according to qualifications rather than ability, it will induce employees to develop the psychology of "not seeking merit, but seeking nothing", thus losing or burying outstanding talents and weakening the competitiveness of enterprises.

Second, it is easy to cause "inbreeding". The same cultural background of employees in the same organization may lead to "team thinking" and inhibit individual innovation. Especially when the important positions in the organization are promoted by grass-roots employees, and then the thinking consciousness is rigid, which is not conducive to the long-term development of the organization. For example, the dilemma faced by General Electric in the 1990s is considered to be related to its long-term implementation of the "internal recruitment" strategy.

Third, lose the opportunity to select external talents. Under normal circumstances, there are many outstanding external talents, and blindly seeking internal recruitment reduces the opportunities for external "fresh blood" to enter the organization. On the surface, it saves costs, but in fact it is a huge waste of opportunity costs.

Fourthly, unless there is a good development/training plan, internal promotion will not meet its expected requirements in a short time, and the cost of internal development plan is higher than that of directly hiring talents suitable for external needs. Moreover, many promoted employees may not adapt to their jobs well because of the "Peter principle", which will affect the overall operational efficiency and performance of the organization. How to solve it: 1, internal rotation, one more experienced person, giving people more room for promotion. There can't be only one way to implement the H channel strategy. 2. Do not talk about wages and benefits by position or official position, but by ability and performance. Employees should become chief employee technicians and enjoy the treatment of chief engineer. 3, unity, team culture construction should have a clear orientation, not just competition, cooperation, mutual assistance and cooperation is the spirit of enterprise. 4, the rules of the campaign game must be transparent, fair and legal, to prevent institutional contradictions. 5. There must be a solution to the contradiction, which cannot be avoided, but it cannot be expanded. 6. Give a publicity period, a complaint platform and an outlet to facilitate work. 7. If the internal competition is successful, get on the horse and let it ride. They can't form a fault in ability. They did a good job in their original posts, but if they changed their jobs, they would know nothing!